united nations economic commission for africa - …...services for safety of life and property and...

REPUBLIC OF RWANDA

MINISTRY OF NATURAL RESOURCES

Rwanda Meteorology Agency (Meteo Rwanda)

Strategic Plan 1 July 2016 to 30 June 2019

Draft 31 March 2017

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FOREWORD On behalf of the Board of Directors, Management and Staff of the Rwanda Meteorology

Agency (Meteo Rwanda), I am delighted to present to you the Medium Term Strategic Plan

for the period 2016 – 2019.

This strategic plan therefore presents us with a road map for the next four years. Its

development was necessitated the desire of Meteo Rwanda to align its strategic plan duration

with that of WMO.

The plan has been informed by experiences and lessons learnt in implementation of the

2012/13-2014/16 plans and are harmonized with the Government's Medium Term

Expenditure Framework (MTEF), which spans the period 2016 through 2020. Analysis of

strengths, weaknesses, opportunities and threats helped come up with key strategic issues that

define the strategic focus for the next four years.

Meteo Rwanda’s strategic plan for the 2016-2019 period fully embraces government’s

outcome-based approach. We present this document confident that it lays bare our plans for

the next four years, plans that outline what each of Meteo Rwanda programmes will

contribute to the outcomes.

I believe the initiatives outlined in this strategic plan, when implemented, will help ensure

that we improve the overall performance of the weather and climate services. In

administering our mandate, we need to perform our responsibilities with the highest degree of

professionalism and integrity.

We are making fundamental changes to our business processes, but dependence on our

employees, partnerships with stakeholders, science, and technology continues.

We will work closely with our existing and new partners to leverage the national

environmental infrastructure (both public and private) in weather, and climate to better meet

the public’s needs. Advances in science and technology e.g our Doppler weather radar offer

extraordinary opportunities to continue improving our services as we work together with our

partners to meet Rwanda’s needs of safety and sustainable socio-economic development.

On behalf of the Board of Directors, I wish to assure you of our commitment to full

implementation of this plan in line with the results framework put in place.

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I therefore call upon all our stakeholders to walk with us on this transformational path as we

break new ground and open up new opportunities and frontiers for development of the

weather and climate services in Rwanda.

I do look forward to seeing results arising from full implementation of this strategic plan.

Dr. KAGABO Desire - Chairperson of the Board of Directors – Meteo Rwanda.

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PREFACE Rwanda Meteorology Agency (Meteo Rwanda) is a Government Agency under the Ministry of Natural Resources (MINIRENA) with legal personality, administrative and financial autonomy. The purpose of Meteo Rwanda is to provide weather and climate information services for safety of life and property and socio-economic development.

In Rwanda, observations of rainfall and temperature were established in the 1930s but the first station was installed at Save in 1906.

The Rwanda Meteorology Agency (Meteo Rwanda) Strategic Plan is the guiding document of an improved planning and management system and is focused on requirements for a broader range of weather and climate services information services. Meteo Rwanda Strategic Plan focuses on what the Meteo Rwanda needs to “execute” the mission. Meteo Rwanda’s planning, programming, budgeting and execution cycle links program plans, annual operating plans, and the entire Meteo Rwanda budget to the strategic plan. Ultimately, all members of our workforce will understand their roles in meeting these agency priorities and themes. The Meteo Rwanda weather and climate services play an important role in almost all National goals and cross-cutting priorities.

The main of purpose of Meteo Rwanda, as laid down in the organic law establishing the institution, is to provide accurate and timely weather and climate information to ensure economic and social-cultural developments.

Continuous improvement of weather and climate services in Rwanda is an important component of social and economic development in the region. This strategic Plan is developed to achieve this need as we embark on aligning Meteo Rwanda’s strategic plan to the international body.

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ACRONYMS AND ABBREVIATIONS Acronym Definition AMCOMET African Ministerial Conference on Meteorology

BSC Balance Scorecard

DFID Department for International Development

EDPRS Economic Development for Poverty Reduction Strategy

GoR Government of Rwanda

IATA International Air Transport Association

KPI Key Performance Indicators

LFA Logical Framework Analysis

M&E Monitoring and Evaluation

MIDIMAR Ministry of Disaster Management and Refugee Affairs

MININFRA Ministry of Infrastructure

MINIRENA Ministry of Natural Resources

MOH Ministry of Health

MTEF Medium Tern Expenditure Framework

NMHS National Meteorological and Hydrological Services

NOAA National Oceanic and Atmospheric Administration

PESTLE Political, Economical, Socio-Cultural, Technological, Legal and Environmental

PMF Performance Measurement Framework

QMS Quality Management System

RA Regional Associations

RBB Results Based Budgeting

REMA Rwanda Environment Management Authority

RBM Result Based Management

SDG Sustainable Development Goals

SWOT Strengths, Weaknesses, Opportunities, Threats

TC Technical Commissions

TOC Theory of Change

TOR Terms of Reference

TWG Technical Working Group

WISER Weather Information Service

WMO World Meteorological Organization

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EXECUTIVE SUMMARY In November 2011, the law no 54/2011 of 11th November 2011 established Meteo Rwanda.

The formulation of this strategic plan is to guide the activities of Meteo Rwanda in line with

its mandate and the changes that have taken place over time.

It articulates Meteo Rwanda’s vision of making Rwanda to be a Meteorological Service that

is highly efficient and effective, customer and employee focused. It underscores Meteo

Rwanda’s aspirations and determination to achieve the best in providing accurate and timely

weather and climate information to ensure economic and social-cultural developments.

This 2016 – 2019 strategic plan envisages a paradigm shift from a process based approach of

service delivery to a results-based management approach for effective and efficient delivery

of services.

This strategic plan has been prepared in the broader picture of Rwanda’s socio economic

transformation as envisaged by Vision 2020 and Economic Development and Poverty

Reduction Strategy II (EDPRS II) as well as in the narrow picture as envisaged by the

environment and natural resources sector and is fully aligned with The Medium-Term

Expenditure Framework (MTEF).

The strategic plan outlines the major programmes, outcomes, outputs and the performance

indicators that allow us to measure our progress towards the stated outcomes and outputs over

the plan period. It is an embodiment of our collective promise to our stakeholders on the

expected service delivery standards in line with our mandate. It was prepared in a

participatory, consultative and all-inclusive manner and this is therefore a product of a

rethinking of our intentions and strategic focus.

To maintain focus on the strategic issues, six outcomes were identified as follows:

1. Improved safety of life and property through better application of weather and climate

warnings and forecasts.

2. Improved socio-economic sustainable development through better use of weather and

climate products and services.

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3. Improved availability and accessibility of quality weather and climate data and

information services.

For each of the above three outcomes have got outputs and activities, a monitoring

and evaluation framework for ensuring successful implementation of the strategic

plan has been also provided in order to allow for lessons learnt to be factored into

subsequent planning cycles.

Finally, workshops were organized with the key stakeholders to ensure a high level of

weather and climate dissemination and ownership.

The management of Meteo Rwanda with guidance and approval of the Meteo Rwanda’s Board of Directors developed this strategic plan.

TABLE OF CONTENTS Foreword ............................................................................................................................... iii

Preface ...................................................................................................................................v

Acronyms and Abbreviations ................................................................................................... vi

Executive Summary ............................................................................................................... vii

Table of Contents ....................................................................................................................1

1. Introduction .................................................................................................................3

1.1. Purpose of Strategic Plan ............................................................................. 3

1.2. Strategic Planning Methodology ................................................................... 3

2. Background .................................................................................................................5

2.1. Organization History ................................................................................... 5

2.2. Organization Structure ................................................................................ 5

2.3. Review of Key Achievements ........................................................................ 7

3. Environmental Scan ................................................................................................... 14

3.1. SWOT ANALYSIS: Assessment and Analysis of Organization’s Strengths, Weakness, Opportunities and Threats .................................................................... 14

3.2. PESTLE Analysis ....................................................................................... 17

3.3. Stakeholders Analysis ................................................................................ 18

3.4. Baseline Analysis of Institutional, Human and Infrastructure Capacity .......... 36

3.5. Emerging Issues ........................................................................................ 38

3.6. Conclusions from Environmental Scan ........................................................ 40

4. Organizational Vision, Mission and Core Values ........................................................... 40

4.1. Vision ....................................................................................................... 41

4.2. Mission ..................................................................................................... 41

4.3. Organizational Mandate ............................................................................ 42

4.4. Core Values .............................................................................................. 44

5. Strategic Framework .................................................................................................. 45

5.1. Strategic Goals, Objectives and Strategies ................................................... 45

5.2. Communicating the Strategic Plan ...............................................................52

5.3. Financing the Strategic Plan ........................................................................ 53

6. Monitoring and Evaluation .......................................................................................... 54

6.1. Monitoring ................................................................................................ 55

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6.2. Evaluation ................................................................................................. 57

6.3. Reporting ................................................................................................. 58

7. Annexes ...................................................................................................................... A

Annex 1: Official Gazette ........................................................................................................ B

Annex 2: Members of the Strategic Planning Team ..................................................................... I

Annex 3: List of Persons/Organizations Consulted ...................................................................... J

Annex 4: Action Plan .............................................................................................................. K

Annex 5: Performance Measurement Framework ...................................................................... L

Annex 6: References................................................................................................................ O

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1. INTRODUCTION

1.1. Purpose of Strategic Plan

Strategic planning is an important aspect of governance and strategic management which seeks to:

• Ensure that stakeholders, in particular staff, are working toward common goals; • Establish agreement around intended outcomes/results, and assess and adjust the organization's

direction in response to a changing environment and set priorities; • Strengthen operations and focus on value for money.

Thus this Strategic Plan provides a mechanism by which Meteo Rwanda’s long term vision, outcomes and corporate objectives can be communicated to all stakeholders, including staff of Meteo Rwanda, whose personal and team objectives link to the corporate objectives defined in this plan.

This Strategic Plan covers the four-year period from 1 July 2016 to 30 June 2019. This period aligns with Vision 2020 and the Economic Development and Poverty Reduction Strategy (EDPRS) of the Government of Rwanda (GoR). It also links to the financial year which runs each year from 1 July until 30 June of the following year.

This plan is a refresh of Meteo Rwanda’s existing 2013 – 2017 plan produced under EDPRS2.

Meteo Rwanda’s Strategic Plan will be revised as part of the next strategic planning process covering all GoR bodies.

The refresh of this plan was led by the Planning Officer at Meteo Rwanda and both reviewed and validated by the senior management team and members of the Board of Directors. Consultancy support was provided by Steve Palmer and Becky Venton from the Met Office, UK. The consultancy work was funded through the Pan African sub-programme of the UK’s Department of International Development (DFID) Weather and Climate Services for Africa (WISER), overseen by African Ministerial Conference on Meteorology (AMCOMET).

1.2. Strategic Planning Methodology

Meteo Rwanda already had a draft Strategic Plan but the opportunity was taken to review and refresh it in order to:

• Reflect Meteo Rwanda’s contribution to the Ministry of Natural Resources’ (MINIRENA) plans;

• Rectify a misalignment between the period covered by the existing plan and the GoR planning cycle;

• Meet the requirements associated with the implementation of an International Standards Organisation (ISO) 9001 Quality Management System (QMS);

• Utilise the Strategic Plan template and guidance provided by WMO through the WISER Pan-Africa Programme; and

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• Meet requirements from potential funders of Meteo Rwanda activities e.g. WISER Regional Programme.

The methodology adopted is consistent with a review and refresh as opposed to a full strategic planning process, which will take place in the near future. As such, information has been gathered from a number of sources, including the existing draft Strategic Plan. New content has been developed where necessary, developed by the Planning Officer and consultants and reviewed by the senior management team. The strategic planning model used in this process is Theory of Change (TOC), because it includes a step of Results Based Management (RBM) in order to determine the strategic Key Performance Indicators (KPI). It is a requirement on all GoR bodies to implement RBM from 1 July 2016. Staff objectives and performance are now managed through RBM and in line with this, budgets are managed through Results Based Budgeting (RBB). TOC is a causal model. It defines all of the building blocks as required to bring about a given long-term goal. It explains how and why the desired change is expected to come about. This set of connected building blocks shows a pathway of change or a change framework, which clearly explains the causal link between different levels results. A logic model is a tool used to express the TOC. In developing the logic model or framework, the ‘log frame’, for this Strategic Plan refresh, the following steps have been taken:

1. Review of the vision and mission 2. Definition of values 3. Review of the analysis of the environment, using SWOT and PESTLE 4. Development of the logframe 5. Articulation of goals and objectives 6. Development of a plan for M&E

Normally the above steps would be followed by the development of operational/ action plans and associated RBB. However, in this case, the refresh of this Strategic Plan is taking place after activities were defined in the RBM. Hence in this strategic plan, the first year targets are heavily influenced by, and include, a selection of the RBM KPI. In future years, RBM will be influenced by, and thus better align with, this refreshed Strategic Plan.

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2. BACKGROUND

2.1. Organization History

Rwanda Meteorology Agency (Meteo Rwanda) is a Government Agency under the

Ministry of Natural Resources (MINIRENA) with legal personality, administrative

and financial autonomy. The purpose of Meteo Rwanda is to provide weather,

water and climate information services for safety of life and property and socio-

economic development.

In Rwanda, observations of rainfall and temperature were established in the

1930s but the first station was installed at Save in 1906.

The Rwanda Meteorology Service was created in 1963 and in 1968 Meteo

Rwanda was established as the main coordinator of meteorological services in

the Ministry of Infrastructure (MININFRA).

Later in 2011, Rwanda Meteorological Service was transformed into Rwanda

Meteorology Agency (Meteo Rwanda) by the government law No. 54 bis/2011 of

December 2011, which was gazetted in the Official Gazette No. 54 of January

2012, and its 14 core functions are listed in section 4.3 of this Strategic Plan.

In July 2015, Meteo Rwanda was transferred from MININFRA to MINIRENA1.

2.2. Organization Structure

The following is the organizational chart approved and gazetted in April 2014. It

includes 99 staff, but Meteo Rwanda has not yet implemented the full

complement. It employed 63 full time personnel by the end of FY14/15, 78 by the end of FY 15/16 and expects to achieve the full 96 during FY 16/17.

Note that the parent Ministry changed in 2015 from MININFRA to MINIRENA (Official Gazette nᵒ 31 of 03/08/2015).

The Board of Directors was implemented in 2015.

1 http://www.meteorwanda.gov.rw/index.php?id=12, accessed on 9 November 2016

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2.3. Review of Key Achievements

From the original 2013-2017 Strategic Plan

Updates and additional achievements on refresh of the plan in 2016

In 2013, Meteo Rwanda had 4 synoptic

stations, 9 Agro meteorological

stations, 72 climatological stations and 90 manual rainfall stations with

volunteer observers.

By 2016, additional 100 automatic rainfall

stations, 42 Automatic Weather Stations

were installed, one C-band weather Radar was installed.

Meteo Rwanda had a databank system

for Meteorological data collection, quality control and storage using

CLICOM database management

system.

Data transmission was using the Post

Office, SSB Radios.

Meteo Rwanda acquired an improved data

management system: CLIMSOFT version3 and recently updated to 4.

Data transmission is rapid through GPRS, internet and Mobile phone, text messages.

Meteo Rwanda acquired state of the art

system for short and medium range forecasting (PUMA2010).

PUMA 2010 was upgraded to 2015 in

September 2016 providing additional functionality.

Meteo Rwanda also has access to Numerical

Weather Prediction (NWP) products from Regional web portal.

From the WMO Severe Weather Forecast

Demonstration Project, with which we have introduced daily Regional Teleconferencing

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Carries out Climatological analysis;

Agro and hydro-meteorological

observations and analysis.

Introduced daily Five Days Forecasts and a

Ten Days Bulletin for famers

In respect of international obligations in accordance with resolution 40 of

WMO, Meteo Rwanda exchanges

weather and climate data. And participates and contributes to

National, regional and International

organisations.

Meteo Rwanda continues to exchange weather and climate data in compliance with

the Resolution 40 of WMO.

Before 2013, the Institution had a law establishing the Agency but was still in

transition to become an Agency with

approved Organisational Structure.

Meteo Rwanda was established as an Agency under MINIRENA and had its Structure

approved, has a Board of Directors and is in

the process of implementing the Organisational Structure.

A brand identity for Meteo Rwanda was

established and continues to be implemented

in its products and services, and a Public Relations office to promote the image of the Agency was established

Meteorological Operations purely referred to the WMO technical

regulations and guidelines.

Meteo Rwanda adopted the ISO 9001 QMS Standards and has developed processes and

documentation, and is aiming at being audited for certification.

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The forecasting office was working on

12-hour watch and yet makes forecasts

valid for 24 hours.

The forecast office, which has operated a

24/7 hour watch since March 2016, and

continues to carry out Meteorological operations processes in line with the main

recommendations of the WMO Strategy on

Service Delivery and is a regular and active

participant in the daily regional teleconferences that were established under

the WMO’s Severe Weather Forecasting

Demonstration Project (SWFDP),

Short term projects addressing narrow

activities and usually co-opted by

others.

Meteo Rwanda has a number of projects 2

that are contributing to the development of

its capabilities.

Established a public weather service studio, presentation software and

training technical and presenting staff

to enable the development of new services for TV and radio.

Increased dissemination channels using new technology e.g. routine upload of forecasts to

Twitter, YouTube and other social media;

SMS service to farmers in PASP project areas

Majority of existing staff were on contractual basis; whose contracts

have to be renewed on monthly basis.

All current staff are on permanent and pensionable terms which has improved

institutional stability.

2 The strategic projects include:

1. GoR Environment and Climate Change Fund (FONERWA, a bucket fund from various donors)

2. United States Administration for International Development (USAID) funded Climate Services for Agriculture Rwanda that is being coordinated by the Centre Agriculture Research

(CGIAR)

3. WMO’s Global Framework for Climate Services (GFCS) implemented by the Korean Meteorology Administration (KMA)

4. World Bank’s Landscape Approach to Forest Restoration and Conservation (LAFREC)

5. International Fund for Agriculture Development (IFAD)’s Post Harvest and Agribusiness Support Project (PASP)

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Lessons learned

• It was difficult to implement the Strategic Plan due to absence of the institution’s Organisational Structure.

• The no existence of the Institutional framework limited the recruitment an optimum number of trained personnel to execute the Strategic Plan, and their stability.

• It was realised that the Government funds alone were not adequate for executing most activities in the Strategic Plan and

that is why we found necessary to seek alternatives from external sources. • Acquisition of modern meteorological infrastructure led to the realisation of improved weather and climate products, their

timely dissemination and access.

• Increased collaboration with other National Meteorological and Hydrological Services within the region improved skills of our forecasters in production and verification of forecasts.

• Introduction of the Enhanced National Climate Services (ENACTS) revealed that the quality of our climate data need to be

improved though appropriate training and acquiring of necessary data management tools

The monitoring and evaluation process of the 2013-17 Strategic Plan was not adequately performed as expected. Under the new Plan, and related to the Results Based Management (RBM) system, a monitoring and evaluation (M&E) process

must be implemented, with regular reports both to staff and to the Board of Directors and Sector Stakeholders Group, as well as the relevant authority specified under RBM.

• Due to restructuring process we lost some skilled staff, we learned that job specifications formulation that do not fully

support already acquired knowledge and skills can lender loss of skilled personnel. • Because the aviation meteorological services are done in RCAA, there is irregular remission from data returns and

climatological summaries at Kigali International Airport.

Service Delivery

At the heart of the Mission of Meteo Rwanda lies Service Delivery3.

To be effective, services should possess these attributes:

• Available and timely: at time and space scales that the user needs;

• Dependable and reliable: delivered on time to the required user specification;

• Usable: presented in user specific formats so that the client can fully understand;

3 A key reference for service delivery is WMO’s Service Delivery Strategy: http://www.wmo.int/pages/prog/amp/pwsp/documents/WMO_Strategy_for_Service_Delivery.pdf

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• Useful: to respond appropriately to user needs;

• Credible: for the user to confidently apply to decision-making;

• Authentic: entitled to be accepted by stakeholders in the given decision contexts;

• Responsive and flexible: to the evolving user needs;

• Sustainable: affordable and consistent over time; and,

• Expandable: to be applicable to different kinds of services.

Service delivery, then, is a continuous, cyclic process for developing and delivering user-focused services.

Services can be categorised into three broad types:

1. Multi-hazard warnings and advice during disasters

• Forecasts in advance of high-impact weather events

• Forecasts and information during the response and recovery phase

• Forecasts and information for disasters which are not initiated by the weather e.g. chemical spills, wild-fires, volcanic eruptions

2. Routine forecasts and information services

• Daily weather forecasts for the Public e.g. TV, Radio, Newspapers, SMS and social media, Meteo Rwanda Website

• Tailored forecasts for users in economic sectors, e.g. Aviation, Agriculture Routine data services e.g. monthly summaries and annual summaries, Seasonal forecasts

3. Long-term Risk and Impacts data and analysis

• Climate data and analyses for e.g. Agriculture, Risk analysis, Flood design, infrastructure requirements and design, environmental impact assessments, hydro-power and solar energy.

• Climate change impacts and modelling.

At the time of writing, Meteo Rwanda provides the following products and services:

1. Multi-hazard warnings and advice during disasters

• Planning forecast given 6 hourly to 4 Districts in Western Province

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o Briefing for joint services operation;

2. Routine forecasts and information services

1. Daily TV bulletins (Kinyarwanda, English and French); 2. Daily Radio bulletins on 10 Local radio stations 3. Twitter feed and Website with daily forecasts and updates. 4. 5-day, 10 day rainfall summary and Outlook; 5. Monthly and seasonal forecast

3. Long-term Risk and Impacts data and analysis

1. Data archiving, education and research.

Socio-economic benefits of weather and climate services

Increasingly, NMHS are starting to build the evidence for the socio-economic benefits that their services provide. Indeed, such a study has been commissioned for Meteo Rwanda as part of the FONERWA project.

A user obtains value from a weather or climate service when the outcome of a decision made is improved by the use of relevant information provided by the service. The quantity of value will depend on the circumstances of the user. It could vary from the trivial (“Shall I carry an umbrella today?”) to very large, such as the decision to evacuate people from an area at risk. Note that the benefit of routine services is accrued over time – no weather forecast is completely accurate, so on some occasions an event happens that has not been forecast (“The forecast said it would be dry, and I got wet!”) therefore monitoring, evaluation and improvement of routine services is important.

Monetising these benefits is not easy. For disasters, the benefit of forecasts and warnings is in the achievable reduction in the cost of a disaster, not the total cost of the disaster, such as the number of lives which were saved by receiving and acting on a forecast or warning. Also it is not appropriate to attribute all the savings to the meteorological service, because there are many other actors involved in disaster risk reduction. However, the impact of disasters on citizens, their families and societies can be huge and long-lasting. Floods destroy both public and private capital. Droughts destroy private capital. Avoidable deaths can have an impact on families for a generation.

For routine services to the general public, one can use the usual methodology of cost-benefit studies; one can multiply the small value of individual benefit by the number of people potentially reached, and obtain a guidance figure

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For commercial services, the user would evaluate their own willingness to pay based on their perception of value – this implies that a service which is directly tailored to the user need and the decisions to be made will have much higher value. This is the basis for the aviation cost-recovery model agreed by IATA. The aviation weather services are essential for commercial aviation; the services are specifically tailored to the user requirement, and a fixed percentage of the landing and transit fees are allocated for these services.

There are many commercial enterprises which can use weather information for better decision-making. The user benefit of these services will often be only a minor part of the decision-making chain, and aggregated for routine services, but taken together can make a useful difference to the marginal costs of doing business. There is some evidence that such improvements in marginal costs can have a multiplier effect on GDP.

The economic benefit of consultancy services for planning and design is easier to evaluate. The design of infrastructure projects are adjusted to the climate normals and extremes expected during the design life, thus keeping costs to a minimum, while ensuring that the structure does not fail prematurely.

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3. ENVIRONMENTAL SCAN An environmental scan was done by gathering facts and analyzing trends to give an objective picture of where Meteo Rwanda stands in the business of providing weather and climate services. There has been an examination of the external and internal pressures and factors likely to affect its future and the achievement of its goals and objectives; this analysis is set out in the following sections of this Strategic Plan.

3.1. SWOT ANALYSIS: Assessment and Analysis of Organization’s Strengths, Weakness, Opportunities and Threats

A SWOT analysis was carried out by Meteo Rwanda top managers. This analysis was reviewed and enhanced in the refresh of the Strategic Plan and the results are presented below.

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Table 1: SWOT Analysis

INTERNAL

Strengths Weaknesses

� Being an autonomous Agency meaning that the agency with a legal identity, Meteo Rwanda can approve and defend the budget directly without a third party

� Meteo Rwanda’s core function is mandated in gazetted Rwandan law

� Having in place basic infrastructure of meteorological stations

� Having in place senior experienced professionals in the management

� Participation in regional and international exchange of meteorological data and products.

� Being with sister environmental related Agencies in the Ministry of Environment helps to work directly with them

� Governance structure with the Board of Directors to provide strategic direction and support

� Having the monopoly of being the custodian of Rwanda’s national weather and climate database.

� Having the qualified workforce

� Newly recruited inexperienced staff who lack the technical skills.

� Limited mechanisms through which to motivate and retain staff

� Sub optimal meteorological infrastructure and observational network

� Inadequate maintenance and calibration of sensors and instruments due to limited staff.

� Irregular transmission of observation data from the field due to existing manual system

� Lack of modalities to implement cost recovery for the services provided due to delayed approval of Meteorological data policy

� Inability to package and market our products

� Internal and external communication not well structured

� Small number of subject matter experts

� Lack of an overview and coordination of projects resulting in duplication and missed opportunities to target gaps

� Inadequate capacity to quickly respond to technological changes

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� Inability to keep up with the changing demands of society

� Lack of regular staff training/capacity needs assessment, staff development strategy and sufficient training for all staff members.

� Weakness in the current online staff performance management system

� Inadequate researches to facilitate decision making on technical matters and absence of research unity

� Lack of study tours in other countries to learn the best practices related weather and climate services

EXTERNAL

Opportunities Threats

� Political stability, security and favourable socio-economic development

� Political and financial support from government, international institutions and development partners

� Presence of several stakeholders and their interest in weather and climate services.

� Potential for new products and services to meet the needs of existing and new users, especially within different sectors

� GoR understands and is seeking to mitigate the challenge presented by climate change: climate change is a cross-cutting theme in EDPRS

� Opportunity to establish legal instruments that will allow Meteo Rwanda to generate funds from its products and services

� Being co-opted as key stakeholder among other Government institutions which provides opportunity for collaboration

� Having a mission that is cross-cutting enabling Meteo Rwanda to serve many Sectors and end users

� Membership of WMO and other regional bodies and institutions such as East African Community (EAC) and affiliation with IGAD Climate Prediction and Applications Centre (ICPAC) for benchmarking and training purposes.

� Weakness of enforcing law establishing Meteo Rwanda resulting in third parties encroaching on Meteo Rwanda mandate

� External competitors in provision of meteorological observation and forecast

� Budgetary limitations to pay some expenditure such as the media to regularly disseminate weather and climate information and products in a lead time

� Reliance on few projects to supplement core funding from the Government in order to deliver routine services and develop capacity and capability

� Overlapping mandates between Meteo Rwanda and other institutions cause confusion over which should be leading and/or responsible

� RCAA is managing Meteorological stations and has its own and independent Meteo service that offers

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� ICT development; fibre optic cable, mobile phone technology that could be utilised to facilitate the attainment of Meteo Rwanda mandate

� Increasing demand of seasonal and sub-seasonal forecasts and downscaling.

� Results Based Management System being implemented as tools which will aid future management of organisational and personal objectives once aligned with the Strategic Plan

� Availability of third party meteorological observation installations

Aeronautical information.

� Government processes make it difficult to restructure and change staff complements or job descriptions to respond to changing needs.

� Increasing new ways of committing cyber crimes that can disrupt the flow of data and information.

3.2. PESTLE Analysis

A PESTLE analysis of the external environment was carried out in relation to the QMS manual of January 2017, so this has been re-done, with each of the factors considered in turn, namely: political, economic, socio-cultural, technological, legal and environmental (ecological)

Table 2: Pestle Analysis

PESTLE ANALYSIS

Political Factors Economic Factors

• Meteo Rwanda is mandated by law

• Meteo Rwanda is now within MINIRENA

• Government awareness of the importance of weather and climate to sustainable development, the Green Growth , with climate change identified as a cross-cutting issue in EDPRS 2

• Vision 2020: to become a middle income country

• Rwanda is pursuing the data revolution agenda of the UN, in that regard, Meteo Rwanda’s Data Policy is under development

• High inflation (7.4% as of January) leading to increased operating costs

• Unemployment at… %85% population dependent on rain-fed agriculture

• Economic growth is among others focused on tourism and private sector growth which may lead to increased demand for weather and climate services

• Low income means low purchasing power and/or willingness to pay for meteorological services

• Global economic issues reducing donor funding

• Fluctuations in exchange rate impact international financial transactions and value for money

Socio-cultural Factors Technological Factors

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3.3. Stakeholders Analysis

The Customers and Users of products and services from Meteo Rwanda come from a wide range of actors, including other Government Ministries, the functional Agencies and Boards under these Ministries, parastatal organisations (such as TVR), NGOs and private sector organisations.

• Increased awareness of the impact of severe weather events

• Concerns over prevalence of diseases affected by weather and climate e.g. malaria

• Improving levels of education across the country

• Increased awareness due to introduction of climate change in the national curriculum and a new course relating to climate and climate change at University of Rwanda

• Increased uptake of the mobile technology

• Limited application of meteorological information

• Rwanda is Africa’s most densely populated country

• Dependency on rain-fed agriculture

• Poor understanding of Meteo Rwanda products at the grass roots level

• Dense mobile network provides opportunities for remote sensing observations

• Increased use of smart phones

• Increased use of social media

• Increased demand for SMS (but associated costs need to be borne)

• Sub-optimal operation of observations network

• Lack of skills, spares and equipment to maintain infrastructure

• Need for good internet connectivity to produce and disseminate products

• New weather radar covering the country

• New Automatic Weather Stations

• High capacity computers with advanced softwares

Legal Factors Environmental (ecological) Factors

• WMO policies and regulations…

• Low Level of corruption

• Meteo Rwanda mandated by law

• Inadequate laws and regulations related to weather and climate services

•

• Vulnerability to the effects of climate change – expectation of increased temperatures and likelihood of associated increased rainfall

• Rwanda has already experienced increasing temperatures, changes to seasonal patterns and increased frequency and impact of severe weather events

• Rwanda is known as the land of a thousand hills and has the same number of microclimates making forecasting a challenge and down-scaling important

• Risk Atlas provides national overview of environmental risks

• Rwanda is developing its capability for Integrated Water Resource Management through the Rwanda Environment and Natural Resources Sector

• An Early Warning System is in place

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Meteo Rwanda provides services without cost to the users but it has the plans to recover the costs for the services that it delivers and recent engagement with stakeholders as part of the FONERWA project suggested a willingness to pay for specific services and where an improvement in quality (especially accuracy) is delivered.

A stakeholder analysis was carried out in the 2013-2017 Strategic Plan and this was taken as a starting point for the refresh. The stakeholder analysis in Table 3 overleaf has been carried out using the sectors defined in GoR’s EDPRS II. In terms of expectations of the NMHS, in the analysis, this focuses on long term (LT), short term (ST) and events based (Events) services.

Governance

Separate to the main stakeholder analysis, the governance of Meteo Rwanda is as follows: Ministry-Board of Directors-Director General)

Other government bodies have supervising roles (e.g. policies, standards, processes) and/ or provide services to Meteo. Where they are recipients of services, this is captured in the main stakeholder analysis matrix.

Technical Working Group (TWG)

There is a continuing need for the TWG to provide expertise and fundraising for Meteo Rwanda’s. Effectively the Technical Working Group will act as an “intelligent customer” of Meteo Rwanda, separately from the “Ownership” of Meteo Rwanda.

Table 3: Stakeholder Analysis Matrix

Stakeholders Interests Expectations Potential

MIDIMAR

RED Cross

Police

Army

MINALOC

REMA

For saving lives by setting preventive and/or rescue actions

Early warnings of specific extreme events (floods, drought, dry spells, strong winds, Lightning) sent in led time.

Partnership in the effective operationalisation of the Early Warning System.

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Air navigation

Media Public information related to short term forecasts

Regular, timely and frequent daily forecasts Dissemination of information to a wider population, provision of feedback

All Ministries, Government institutions and Private sector

Economic/Planning Provision of Short and long term weather projections.

Collaboration and mobilisation of resources,

Enforce the application of forecasts in real time.

Academic and research Institutions

Research Historical climate data for analysing climate trends Partnership in production of reports and publications,

Partnership in capacity building and expertise

Specific requirements

Ministry of Natural Resources (MINRENA)

Provide Environmental Policies on natural

resources management: We avail accurate

climate information to Government

institutions and stakeholders to

improve environmental management and

LT : Planning/ design/ construction

ST: Operation/ management/ maintenance

Events: (Early) warnings e.g. floods (fluvial/ pluvial), landslides and responses to accidents

(including consultancy)

Climate information and advisories at different timescales

• Specialist sector knowledge that can be combined with

meteorological information to produce new and improved

products

• Support Meteo Rwanda to acquire capacity of delivering

weather and climate information to stakeholders, e.g. seasonal

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reduce vulnerability to climate change

forecasts to farmers.

Funding for meteorological infrastructure and services, especially through projects

Rwanda Mines, Oil and Gas Authority

Weather events that can affect Mining and quarry activities

High impact weather warnings to prepare against hazards

Contribution to cost recovery

Rwanda Land Management Authority

Established an additional partnership with stakeholders to

issue rainfall and wind data

Close collaboration with other stakeholders to establish local networks of precipitation measurements and topographical and geological information, including hazard maps. Meteo Rwanda Based collaboratively issues landslide alert information on the combined information collected.

Possible focus sector for the development of paid for commercial

weather and climate services

Rwanda Water and Forestry Management

Want to know when to plan trees, which varieties

Rainfall, temperature, changes in precipitation, drought duration

Partnership in Maintenance of Weather stations

Rwanda Environment Management Authority

(REMA)

Environment protection –build resilience to climate change

Floods-early warning forecasts

Air pollution-winds,

Climate change trends

Heavy rainfall and landslides which could affect mining/ quarrying operations, especially in terms of water pollution into watercourses (from seepage, tailings etc.)

Strong winds in relation to air pollution

Partnership in installation of equipment for needed parameters

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(direction&speed)

Climate information for adaptation&mitigation projects

Energy

• Ministry of Infrastructure (MININFRA)

• Power distribution companies

Hydropower – operation, capacity (water volume and

temperature)

Lightning-weather forecasts of

thunderstorms to protect workers on

pylons

Light levels/ temperature for demand



Events: (Early) warnings e.g. floods (fluvial/ pluvial), landslides and responses to accidents (including consultancy)

Specialist sector knowledge that can be combined with meteorological information to produce new and

improved products




Private sector

• Crop Insurance Companies

Water availability

Rainfall, temperature data

LT : Information/ projections relating to climate change to inform investment decisions

ST: Forecasts and warnings to inform local decision making relating to operations, supply chain management, supply/ demand

Events: (Early) Warnings of flood, drought/

Specialist sector knowledge that can be combined with meteorological information to produce new and improved products

Support weather observations infrastructure

Funding for meteorological infrastructure and services,

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famine, strong winds, landslide affecting logistics, access to market, availability of resources

(including human resources)

especially through projects



• Government Ministries and Agencies

• Ministry of Trade, Industry and East Africa Community (MINEACOM)

• MINAFFET

• Ministry of East African Community (MINEAC)

• Ministry of Finance and Economic Planning (MINICOFIN)

• Rwanda Development Board (RDB)

• Construction

Ecosystems/ environmental management

National security

Transport (international, regional,

national and local)

Disease prevalence (e.g. yellow fever, malaria, cholera)

Expansion plans e.g. Congo-Nile trail; Lake

Kivu belt

Private sector investment

Availability/ accessibility of tourism activities, especially those sensitive to

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companies

• Manufacturing companies

• Retail companies

• Cooperatives e.g. craft, carpentry, sewing/ knitting

• Rwanda Tours and Travel Operators (RTTA)

• Tour operators (local, national, regional and international)

• Hotels and guesthouses

• Kigali Convention Centre

• African Parks (Akagera Park)

• National Parks (Nyungwe, Volcanoes, Gishwati)

• Tea/ coffee plantations e.g. Pfunda, Sowarthe

weather and climate

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• Retail

• Ministry of Sports and Culture (MINISPOC) and related institutions e.g. museums, stadiums etc.

• Transport sector

• MININFRA

• Ministry of Internal Security (MININTER)

• Ministry of Foreign Affairs and Cooperation (MINAFFET)

• Rwanda Civil Aviation Authority (RCCA)

• Rwanda Traffic Police

• RwandAir and other international carriers (especially Brussels Airlines, KLM, Kenya Airways, Ethiopian Airlines and Qatar Airways)

Roads

Aviation

Local weather/ climate

Regional weather/ climate

International weather/ climate (for areas of

operations)

Disaster management/ response

Logistics





For aviation:

Good quality (and good continuity) aviation weather service (observations, forecast etc.)


improved products




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• Other aircraft operators e.g. Akagera

• Education

• Ministry of Education (MINEDUC)

• University of Rwanda

• Private universities, including Institut d'Enseignement Superieur de Ruhengeri (INES) and Carnegie Mellon University (CMU)

• Publically funded schools

• Private schools

• British Council

• Nurseries

National curriculum – information and

training resources relating to weather and

climate

Data

Assessment

Infrastructure – buildings, services (including internet)

Logistics – especially transport connections

and roads

LT : Future areas of education and research in the context of climate change e.g. new academic programmes, changes to national curriculum

ST: Forecasts and warnings to inform local decision making relating to safe operation of education facilities, including access to sites

Events: (Early) Warnings of severe weather events that could affect operations and safety of staff/

students


improved products

Opportunities to mainstream weather and climate change through education of the population

Links with MIT’s Climate Change Observatory, Mt Mugogo

Research opportunities

Opportunities to collaborate on

research./ technical/ scientific papers

Professional development for Meteo Rwanda staff

Exchange of data, information and

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knowledge

• Youth sector As for other sectors but for Youth

Services designed for Youth

Embracing new technology e.g. smart phones, social media etc.

Insights into user requirements for youth to inform future plans

• Decentralization As for other sectors but at a local level

As for other sectors but with a focus on the products and services being locally relevant

Local information about the impact of weather and climate

Local representatives to aid dissemination of information

Frameworks for community observations and management/

maintenance/ security of observations infrastructure

• Media High Council (MHC)

• Rwanda Broadcasting Agency (RBA)

• National TV

• Independent (private sector) TV

• National radio

Weather forecasts

Warnings of severe events

Information about weather/ climate (e.g.

El Nino, future climate)

Performance of communications

networks (affected by

LT : Information/ projections relating to climate change to inform investment decisions

ST: Forecasts and warnings to inform local decision making e.g. planting, harvesting – needs

local observations, downscaled forecast (especially rainfall and temperature but also wind speed/ direction – the latter especially with respect to

pests/ disease, appropriate communication (content, quality, format, language, timeliness, frequency) – can be routine or reactive (and also interactive e.g.


improved products

Improved telecommunications networks

Opportunities for push/ pull services (e.g. SMS for push and *number#

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• Community radio

• Independent (private sector) radio

• Online media e.g. Igihe

• Print media e.g. New Times

• Social media

• Telecomms e.g. MTN, Tigo, Airtel

• Members of the public

moisture in the air)

Communication requirements –

language, format, content, timeliness,

frequency, editorial line

Data

Assessment

Improvements in technology

3G/ 4G networks

call in on radio, chat show on TV)

Events: (Early) Warnings of flood, drought/ famine, strong winds, landslide

Also, expectations of Meteo Rwanda to embrace improvements in technology e.g. networks,

penetration of personal devices (e.g. smartphones), applications, connectivity etc.

for pull)

Partnerships to develop content and dissemination mechanisms (e.g. app

development; posting weather/ climate data on websites etc.)


• Agriculture sector

• Ministry of Agriculture (MINAGRI) and its agencies, including Rwanda Agricultural Board (RAB)

• Farmer-promoters (Twigire Muhinzi)

• Agricultural extension workers

• Other national institutions, including:

Food security

Agricultural intensification programmes

Post harvest losses

Pests and diseases

Commercial agriculture

Access to markets – transport

Market sensitivities/ vulnerabilities

LT : Planning e.g. crops, seeds, locations, agricultural calendar, prevalence of pests and disease, risk analysis, productivity analysis, insurance against losses, post harvest losses, infrastructure (buildings, irrigation, washing

stations, storage) etc. and the impact of climate change/ seasonal forecast on all of this

ST: Local decision making e.g. planting, harvesting – needs local observations, downscaled forecast (especially rainfall and temperature but also wind speed/ direction – the latter especially

with respect to pests/ disease, appropriate communication (content, quality, format, language,


improved products


Social networks (e.g. farming cooperatives) that can be used to

improve reach of Meteo’s services

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• International organisations (and their projects), including:

• International Fund for Agricultural Development (IFAD and the PASP Project)

• International Centre for Tropical Agriculture (CIAT and the Rwanda Climate Service for Agriculture project)

• Insurance companies e.g. Africa Risk Capacity

Intermediaries

Community engagement/

empowerment

Insurance

Communications

timeliness, frequency)

Events: Early Warnings of flood, drought/ famine, strong winds

Additional for insurance: Observations – satellite and terrestrial (especially rain gauges)

Additional for communications: Services that reach farmers e.g. SMS, radio

JRLO sector

(Justice, Reconciliation, Law and Order)

(including Defence/ Security)

• Ministry of Defence (MINADEF)

• RDF

See also under private sector/ ICT

Local weather/ climate

Regional weather/ climate

International weather/ climate (for areas of active operations)

Aviation

See also under private sector/ ICT

LT : Future projections on climate to inform expectations with respect to defence/ security e.g.

food/ water security issues, migration, conflict over natural resources, hot spots

ST: Forecasts relating to areas of interest linked to operations, especially land, air (including


improved products


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• Rwanda Police

• President’s Police

• Ministry of Internal Security (MININTER)

• Ministry of Foreign Affairs and Cooperation

(MINAFFET)

Disaster management/ response

Outdoor operations (land/ air/ marine)–

feasibility, trafficability, lake

conditions

Logistics

Effective operation of sensors and weapons

Water security

Malnutrition

Disease – type, prevalence, epidemics

(local, national, regional, global)

Admissions

Disasters/ high impact weather events e.g.

flood, drought, strong winds

Logistics – access to services and movement of resources (into and

helicopter) and marine (boats on lakes) operations

Events: (Early) warnings e.g. floods, droughts, famine, strong winds, landslides, earthquakes

Defence is a possible focus sector for the development of paid for commercial weather and climate

services

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around Rwanda)

Transport – access to facilities; travel of

refugees etc.

Women’s health

Hygiene

Warnings of severe events

Information about weather/ climate (e.g.

El Nino, future climate)

Performance of communications

networks (affected by moisture in the air)

Communication requirements –

language, format, content, timeliness,

frequency, editorial line

Data

Assessment

Infrastructure – buildings, services

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(including internet)

Logistics – especially transport connections

and roads

Health sector

• Ministry of Health (MoH)

• Public hospitals

• Private hospitals

• Independent clinics

• Pharmacies

• NGOs e.g. Partners in Health

• Health education programmes e.g. Human

Resource in Health (HRH, Boston, USA)

• Development partners e.g. DFID, USAID

• Ministry of Gender and Family Promotion

Food security

Water security

Malnutrition

Disease – type, prevalence, epidemics

(local, national, regional, global)

Admissions

Disasters/ high impact weather events e.g.

flood, drought, strong winds

Logistics – access to services and movement of resources (into and

around Rwanda)


refugees etc.

LT : Future projections on climate to inform expectations with respect to health in relation to natural disasters, migration, food security, water

security, disease etc

ST: Forecasts relating to areas of interest and for operation of health facilities and programmes for

health improvement, disease awareness (especially malaria, cholera, yellow fever), vaccinations etc.

Events: (Early) warnings e.g. floods, droughts, famine, strong winds, landslides, earthquakes


improved products




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(MIGEPROF) Women’s health

Hygiene

Land sub sector

• Ministry of Natural Resources (MINIRENA)

Land use planning (especially relating to

flood plains)

Policy regulation e.g. pollution

Pollution control – including air/ water

quality

Roads

Buildings

Built environment

Climate change with respect to land use,

flooding etc.






improved products




Social protection

(including Disaster Risk Management/ Reduction –

DRM/R)

• Ministry of Disaster

Food security

Water security

Disease

Flood

Drought

Other high impact

LT : Future projections on climate to inform expectations with respect to natural disasters,

migration, food security, water security, disease etc

ST: Forecasts relating to areas of interest and for operation of refugee camps etc.

Events: (Early) warnings e.g. floods, droughts,


improved products

Funding for meteorological infrastructure and services,

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Management and Refugees (MIDIMAR)

• Ministry of Local Government (MINALOC)

• MoH

• UN High Commissioner for Refugees (UNHCR)

• Rwanda Defence Force (RDF)

• Rwanda Police

• International/ NGOs e.g. International Red Cross

weather events e.g. strong winds

Logistics


refugees etc.

famine, strong winds, landslides, earthquakes especially through projects relating to Early Warning Systems (EWS)

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International context

Meteo Rwanda became a member of the World Meteorological Organization (WMO) in 1963. WMO is a UN Specialized Agency which provides co-ordination, standardisation and advice for its Members.

• NMHSs constitute the ″single authoritative″ voice on weather warnings in their respective countries, and in many they are also responsible for climate, air quality, seismic and tsunami warnings.

• provision of multihazard warnings and related services, 24 hours a day, seven days a week for 365 days a year

• provide societies with the underpinning information to reduce and mitigate natural disasters

• NMHSs are continuously monitoring the environment through observations of the Earth system and predicting changes in this system.

• contribute essential environmental information and services for urban planning, sustainable energy development, access to freshwater, and food production

The concept of ″single authoritative″ voice is important in disaster situations to avoid confusion and conflicting advice. This does not mean that other sources of information are excluded, but that responsibility rests with the Government-appointed body.

A multi-hazard framework for disaster planning, warning and response is vital. If individual risk elements are isolated, then the warning and response mechanism for other hazards is less likely to work effectively, particularly for complex emergencies, or for low frequency, high-impact risks.

Numerically, most disaster events are caused by weather, water and climate hazards. Even when weather and water are not the prime causes, weather events may compound the disaster event, and will almost always be a factor in the emergency response and recovery phases. Information on weather and water related events, and the climate information underpinning these is vital in when assessing the risk of natural hazards, and in the scenario planning which is an essential component of disaster preparedness.

The other important service area is services to assist with decision making and planning in a routine context. This covers climate information used in planning and environmental impacts assessments, and the routine services used for decision-making in a wide variety of enterprises and activities.

WMO uses the concept of the PWS to cover those services which are provided as a “Public Good” either direct to the public, or to information intermediaries on behalf of the public. In each nation, there needs to be a debate about the exact scope of the PWS. Typically, the PWS includes the services for safety of life and property and national socio-economic development, the essential infrastructure to gather observation data and to store and make

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these available to the public. It will usually include archive and library functions, as well as a core research capability to ensure services are effective and improve. Nations vary on whether they regard services for commercial companies as things which are provided by government or on repayment. Meteorological services for Civil Aviation have a cost-recovery framework in place through IATA.

3.4. Baseline Analysis of Institutional, Human and Infrastructure Capacity

A baseline analysis was conducted to establish the status of the institution as of July 2016, the start of the refreshed Strategic Plan.

Institutional Framework

Meteo Rwanda is an autonomous, self-accounting agency whose functions are mandated by the Rwandan law.

Meteo Rwanda is authorised to charge for the services rendered but it has not been implemented because the law guiding cost recovery has not been approved.

Data policy document was developed at Meteo Rwanda waiting for the approval of the relevant authority with aim of streamline the usage and applications of meteorological data

Meteo Rwanda provides data, information and services to a wide range of stakeholders for their social-economic empowerment. Meteo services and products are tailored to the end-users needs in a bid to strengthen economic development of the country. The end users of weather and climate information and products in return gives a feedback which supports the improvement of services and research on changing weather and climate within the country and across the Region.

Funding and financial matters

Meteo Rwanda receives funding from the Government of Rwanda which is used in its operations. These funds are primarily used for staff remunerations, cover some costs associated with the management and maintenance of network of stations, and infrastructure. The payment of weather and climate services given to the public especially by Short Messages Services (SMSs) is also support by the government funds. The funds from the Government are supplemented by the funds from development partner’s projects That support projects which are not funded by the Government.

Quality assurance

Meteo Rwanda is undergoing implementation of Quality Management System (QMS) and is increasingly putting in place mechanisms for acquiring ISO 9001-2015 certificate. The services and operations offered by Meteo Rwanda should be done according to the required standards of World Meteorological Organization (WMO) and International Civil Aviation Authority Organization (ICAO). The aim of this process is to ensure compliance of Meteo Rwanda products and services with recognised standards and by undertaking the following activities:

• Ensure compliance of meteorological services to the recommended National and International Quality Management Framework requirements and standards;

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• Work towards appropriate quality and other required certifications;

• Develop and review standards for staff competence assessment; and

• Work towards a comprehensive QMS for the whole institution, conducting internal and external audits as required.

Human resources

Meteo Rwanda after acquiring an autonomous status in 2011 was therefore allowed to employ the staffs on permanent and pensionable contract from July 2014. The Agency was required to recruit and to fill the structure with 96 personnel and currently we have reached 61, the existing staff on short-term contracts were laid off. The previous staffs with significant experience were not all offered permanent contracts because the recruitment process favoured academic qualifications than experience and there was a high staff turnover.

Although the gazetted Meteo Rwanda structure allows for 96 staff, the current mandate requires more workforce to become more effective such as in Weather application service, Data Quality Control and in Administration-Planning, M&E.

A significant number of new staff have been recruited in recent years; which was done in phases because of lack of enough budget for their salaries. The comprehensive induction process, the Vision, Mission and core values of Meteo Rwanda, QMS and of how their jobs contribute to the success of the organisation have been developed. The availability of specialist training is also an issue for new and incumbent staff. The national/local training and other high level trainings are provided outside the country which require reasonable support for funding.

Status of current staff

Education Gender Total

Men Women

Total 48 13 61

Infrastructure and equipment

Meteo Rwanda requires adequate infrastructure (office accommodation, equipment and instruments) in order to monitor the weather and climate, data processes, products and services. Meteo Rwanda is obliged to fully comply with national and international recommended standards and practices in establishing, operating and maintaining meteorological infrastructure in the country.

Infrastructure Current status Usage

Meteorological stations network

1 Doppler weather Radar

Used to capture real time weather parameters for early warning and short range information provision

41 Full Automatic Weather stations which send Capturing and transmitting at least 7 on-site weather parameters each 30

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data in real time minutes in the centralised database.

100 Automatic rain gauges which send data in real time

Used in forecasts verification

4 Synoptic stations Manned by permanent staff/24 hours/7, Collect and submit data on synoptic hours that are exchanged world wide

9 Agro Met Stations Manned by permanent staff 16 hours/7, collect and submit data that are used during the forecasts preparation

68 rainfall, 65 climatological all are manual stations

Manned by volunteer observers who collect morning and evening data and transmit them occasionally.

Systems Data management (CLIMSOFT ver. 4, MS Excel)

An updated version of CLIMSFOT was installed and helps to manage weather data.

Data analysis and modelling (Cluster computer, SYNERGY, MESA, PUMA, Maproom).

Used in the interpretation of weather data from Satellites.

Weather Studio Equipped with basic installations but requires more resources to exploit it.

Should be used to produce TV weather presentation

Buildings Meteo Rwanda has buildings at 3 sites, however there is a need to build 3 provincial offices and shelter for 6 sites for agro Met stations.

These stations collect data which Forecasters use to predict weather site specific

ICT and Office equipment

Meteo Rwanda has computers and servers (used for at least 2 years); office desks for all staff

All are tools to help staff to perform their duties

3.5. Emerging Issues

The WMO Strategic Plan 2016-2019

The WMO Strategic Plan sets the directions and priorities to guide the activities of Members and all WMO constituent bodies to enable all Members to improve their core information, products and

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services, maintain necessary infrastructures, and to directly benefit from advancements in science and technology. The WMO Strategic Plan emphasizes the following key priorities, which outline the benefits and improvements to the capacity of all Members:

• Disaster Risk Reduction (DRR); • WMO Integrated Global Observing System (IGOS); • Global Framework for Climate Services (GFCS); • Aviation meteorological services; and • Capacity Development and Governance

These are all relevant to the future strategy of Meteo Rwanda.

The AMCOMET Integrated Strategy for Africa

The African Ministerial Conference on Meteorology (AMCOMET) was established as a high-level mechanism for the development of meteorology and its applications in Africa. It is committed to strengthen and sustain NMHS by providing them with the necessary resources and adequate institutional frameworks to enable them to fully perform their roles as a fundamental component of national development infrastructures.

As a key joint initiative of the African Union and the WMO, AMCOMET leads the planning and response efforts, through the Integrated African Strategy on Meteorology (Weather and Climate Services) (the Integrated African Strategy), to ensure that NMHS in Africa can better address climate variability and change.

National strategy planning after EDPRS 2

GoR will soon embark on planning for a new National planning strategy to set the framework for Rwanda’s progress from Vision 2020 to its 2050 vision for green growth and climate resilience. Climate change has already been identified as a cross-cutting theme in EDPRS2. Meteo Rwanda and its sister agencies within MINIRENA can be expected to contribute to the planning in process through providing information relating the context of climate change and as a participant in the planning process as an agency of GoR.

Data

“Data Revolution” is a policy being developed by the Government of Rwanda. This uses the concept of “big data” in order to drive the development of innovative services. This fits with the Vision 2020 aim to move to a knowledge-based economy with a vibrant IT and services sector. Since Meteo Rwanda is the custodian of the national climate database, the data controlled by Meteo Rwanda should be part of this project. There are significant advantages in terms of organisational visibility and funding if Meteo Rwanda offers to become part of this drive at an early stage. However it is also important that Meteo Rwanda continues to control and manage the climate data directly, and the public access to these data should be through a suitable portal, which references the actual climate database, and not a copy stored elsewhere.

In the light of the national policy, Meteo Rwanda has drafted a new data policy; this will need to be regularly reviewed to keep pace with changes in technology, sources of data (including that from competitors) and the increased demand for data and information from the user community.

Now that the Meteo Rwanda radar is operational, the action envisaged under the EAC Meteorology strategy for networking and data exchange of information from radars in the region (especially with TMA Mwanza radar) should be started.

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The Weather Observations Website (see http://wow.metoffice.gov.uk/) has been re-built. It would be opportune to request development of a Rwanda-specific portal to this data store, which can be embedded within the Meteo Rwanda website. This would give a significant increase in capability to manage observations provided by third-party operators of AWSs in the country, as well as improving the availability of these data to the meteorologists in Meteo Rwanda, and the ability to visualise data from other sites in neighbouring countries.

Research

The HIWeather project4 of WMO World Weather Research Programme is being implemented. This envisages implementing a 1.5Km modelling capability over the Lake Victoria basin. It would be timely and appropriate for Meteo Rwanda to explore involvement in this project, and especially how to get access to the model products.

The MESA project is now in operation http://rea.au.int/mesa/ and has delivered PUMA2015 forecaster workstations. In addition, the project aims to increase access to and use of earth observation data, so future work will enable better exploitation of the data feeds using other tools. Particular aims should be to enable data feeds to other users both internally and externally, and implement data-driven products and services.

3.6. Conclusions from Environmental Scan

Meteo Rwanda is a public institution mandated to provide weather related information and advices to every user for the safety and better planning.

In order to serve the purpose, Meteo Rwanda contribute to various strategies that the Government set or adopted such as the EDPRS, the Vision 2020 and SDGs.

Therefore, to carry the tasks, Meteo Rwanda has Basic Technical infrastructure, the minimum workforce and budget.

While performing the mandate, Meteo Rwanda faces various obstacles of having limited funding, staff effective, capacity and capabilities, uptake of products by users and straggling to working in manual system in weather data collection and transmission.

To satisfy to these and other needs, Meteo Rwanda has set a number of priorities and has concentrated its actions to serve Rwandans and all the interested parties as per the Log frame shows.

4. ORGANIZATIONAL VISION , M ISSION AND

CORE VALUES

4 http://www.wmo.int/pages/prog/arep/wwrp/new/high_impact_weather_project.html

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The vision and mission for Meteo Rwanda have not been changed in the refresh of this Strategic Plan, neither has the organisational mandate, which is gazetted in Rwandan law. However, a set of organisational values had not previously been defined, so these have now been included.

4.1. Vision

Vision Statement

To be a Meteorological Service that is highly efficient and effective, customer and employee focused

4.2. Mission

Mission Statement

To provide accurate, timely weather and climate information and products for the general welfare of the peoples of Rwanda

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4.3. Organizational Mandate

Meteo Rwanda’s mandate is gazetted in Rwanda law, with 14 core roles, as summarised in the box below. The full gazette is at Annex 1.

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EXTRACT from: Official Gazette nº 04 of 23/01/201218

LAW N°54bis/2011 OF 14/12/2011 ESTABLISHING RWANDA METEOROLOGY

AGENCY (METEO RWANDA) AND DETERMINING ITS MISSION, ORGANISATION AND FUNCTIONING

CHAPTER II: MISSION OF METEO RWANDA

Article 4: Mission of METEO RWANDA

The mission of METEO RWANDA shall consist of implementing the Government policy

in relation to meteorology using modern methods of study, research, coordination and

promotion of programmes in the field of meteorology.

METEO RWANDA shall be particularly responsible for the following:

1° to establish meteorological stations across the country to identify each climatic

zone, monitor such characteristics of and use them towards national

development;

2° to collect, gather and access data of meteorological elements from around the

country, and exchange related informations to ensure the security of people

and the property in accordance with international agreements to which

Rwanda is signatory;

3° to approve weather and climate change data;

4° to establish a special communication network to be used in collecting and

disseminating meteorological elements in accordance with the rules of the

World Meteorological Organisation;

5° to publish and disseminate meteorological data for short and long term

weather forecasts towards national development activities;

6° to provide advance information on unusual weather conditions that may cause

disasters, provide advice and educational information through the medias and

provide meteorological information to any interested person;

7° to monitor, analyze and advise on global climate change;

8° to encourage and assist initiatives to install meteorological stations;

9° to collect and analyse meteorological data to preserve the meteorological nature;

10° to ensure the implementation of international agreements that are ratified by

Rwanda and relating to meteorology;

11° to make meteorological study and research and implement the outcome of the

research;

12° to make a partnership with other regional or international agencies that have

the same mission in relation to the meteorology in accordance with

International Agreements on Meteorology;

13° to advise the Government on Meteorological policy;

14° to monitor and develop science, training and advocacy on Meteorology.

44

4.4. Core Values

Values Statement

Team Work, Integrity, Customer Focus and Innovation (TICI)

45

5. STRATEGIC FRAMEWORK

5.1. Strategic Goals, Objectives and Strategies

5.1.1. Goal

5.1.2. Objectives 1. Provide timely and quality sector based weather and climate information

through Multi Hazard Early Warning System (MHEWS)Provide warnings of high-impact weather events to the public

2. Provide weather and climate risk analyses to inform disaster risk management and reduction

3. Develop innovative products and services to meet the needs of EDPRS priority sectors

4. Improve reach of products and involvement with users and stakeholders, including to community level and through social media

5. Improve availability, accessibility and exchange of weather and climate data and information locally, nationally, regionally and globally

6. Improve use of weather and climate data and information for planning, design and operational decision making

7. Actively manage National Climate Database which meets current and future need for weather and climate information

Goal

Goals that Meteo Rwanda has determined to focus on are:

• Strategic Goal #1: Better application of weather and climate warnings and forecasts to improve safety of life and property through

• Strategic Goal #2: Better use of weather and climate products and services to improve socio-economic sustainable development

• Strategic Goal #3: Improve availability and accessibility of quality weather and climate data and information services for research, planning and decision making

46

5.1.3. Strategies

47

Table 4: Strategies

Goal 1: Better application of weather and climate warnings and forecasts to improve safety of life and property through

Objectives Strategies Outputs Timeframe Responsibilities

Objective 1.1:

Provide timely

and quality

sector based

weather and

climate

information

through Multi

Hazard Early

Warning System

(MHEWS)

Empower the 24/7 EWS Timely and quality sector based weather and climate information Provide through Multi Hazard Early Warning System (MHEWS)

From 2017 to 2019

DRR involved institutions

Objective 1.2:

Provide warnings

of high-impact

weather events

to the public

Improve the efficiency of the Doppler Weather Radar

Warnings of high-impact weather events provided to the public

From 2017 to 2019

Meteo Rwanda

Objective 1.3: Provide weather

and climate risk

analyses to

inform disaster

risk

management

and reduction

Collaboration with academic and research institutions

Weather and climate risk analyses provided to inform disaster risk management and reduction

From 2017 to 2019

Meteo Rwanda and University of Rwanda

Goal 2: Better use of weather and climate products and services to improve socio-economic sustainable development


Objective 2.1:

Develop

innovative

products and

services to meet

the needs of

EDPRS priority

sectors

Collaboration with user sectors

Innovative products and services developed to meet the needs of EDPRS priority sectors

From 2017 to 2019 Meteo Rwanda

Involvement of experts

48

Objective 2.2: Improve reach

of products and

involvement

with users and

stakeholders,

including to

community level

and through

social media

Increase awareness campaigns and user training

Improved reach of products and involvement with users and stakeholders, including to community level and through social media


Collaboration with Media houses and use available social media

Goal 3: Improve availability and accessibility of quality weather and climate data and information services for research, planning and decision making


Improve

availability,

accessibility and

exchange of

weather and

climate data and

information

locally,

nationally,

regionally and

globally

To integrate all sources of data into one system

Improved availability, accessibility and exchange of weather and climate data and information locally, nationally, regionally and globally


Improve use of

weather and

climate data and

information for

planning, design

and operational

decision making

Produce reliable climate data and information

Improved use of weather and climate data and information for planning, design and operational decision making


Actively manage

National

Climate

Database which

meets current

and future need

for weather and

climate

information

Put in place a secure system for real time data flow, archiving and retrieval

Actively managed National Climate Database which meets current and future need for weather and climate information.


Version 6.0 (Adapted to Africa) 50

5.1.1. Logical Framework

Version 1: Format as per WMO Figure 1

Impact: Environmental management improved and vulnerability to climate change reduced by providing accurate, timely weather and climate information and products for the general welfare of the Republic of Rwanda

Outcome 1:

Improved safety of life and property through better application of weather and climate warnings and forecasts

Outcome 2:

Improved socio-economic sustainable development through better use of weather and climate products and services

Outcome 3:

Improved availability and accessibility of quality weather and climate data and information services for research, planning and decision making

Output 1.1:

Timely and quality sector based weather and climate information Provide through Multi Hazard Early Warning System (MHEWS)

Output 1.2:

Warnings of high-impact weather events provided to the public

Output 1.3:

Weather and climate risk analyses provided to inform disaster risk management and reduction

Output 2.1:


Output 2.2:


Output 3.1:


Output 3.2:


Output 3.3:

Actively managed National Climate Database which meets current and future need for weather and climate information.

51

Activities:

Activity 1.1.1: Improve information supply to a comprehensive Multi Hazard Early Warning System (MHEWS)

Activity 1.2.1: Put in place a proper system to produce and channel all weather warnings

Activity 1.3.1: Disaster planners develop their plans taking account of improving skills of available forecasts on all timescales.

Activity 2.1.1: Monitor usage of weather and climate information in plans, design and operation of infrastructure facilities, including climate change impacts

Activity 2.2.1: Engage different communities to use weather and climate products by using different measures


Activity 3.1.1: Improve observations and data exchange for national and global timely use

Activity 3.2.1: Promote greater awareness of the benefits of Meteorological services, information and products

Activity 1.3.1: Control and manage the climate data directly, and the public access to these data should be through a suitable portal based on National Climate Database.

Inputs: financial, human, material resources used

Assumptions:

Outcome 1: Preventive measures to save lives are taken on time

Outcome 2: Capacity of Meteo Rwanda to produce innovative products

Outcome 3: Users’ plans and decision making are informed by Meteo Rwanda information

External Factors: Sufficient funds, Availability of Expertise, Political will to develop Meteo services

52

5.1.2. Risk Assessment

RISKS TO PROGRAMME/PROJECT AND POLICY INITIATIVES

Programme/Project/Policy Initiatives

Risks Impact Probability Mitigating Measure/Response

Year 1 Year 2

2020 2021

Weather data archives Crash of the weather databank

Loss data and not serving users

Medium Avoidance Backup

Reduction

Sharing Subscribe to cloud computing

Acceptance

Product and dissemination of weather and climate information

Availability of expertise to develop product

Unsatisfied users

Medium Avoidance

Reduction Meeting with high level Authorities

Sharing

Acceptance

ORGANIZATIONAL RISKS

Programme/Project/Policy Initiatives

Risks Impact Probability Mitigating Measure/Response

Year 1 Year 2

2020 2021

Organisational structure Delay to aligning the structure to the institutional need

Inefficiency in service delivery

Medium Avoidance

Reduction To hire contractual staff paid through projects

Sharing

Acceptance

Human resource retention Staff turnover

Loss of experienced workforce

Medium Avoidance

Reduction Establishment of retention policy

Sharing

Acceptance

5.2. Communicating the Strategic Plan

One of the values of Meteo Rwanda is team working. For proper ownership of the Strategic Plan at

all levels, there is need for engagement of the workforce.

53

Communicating the Strategic Plan will be done through different channels such as: Departmental

meetings, posting it on the website, bearing in mind that employees have different learning styles.

Therefore, it requires to use a mixture of various avenues such as social media, video, audio, visual

and written formats.

To ensure that the Strategic Plan is effectively implemented, regular follow up and status reporting

shall be done at all levels. This may involve Top level and mid management staff training.

Meteo Rwanda shall organise periodic reviews of the strategic plan to stay in tune with was is and

isn’t working properly, to improve result based planning and budgeting.

5.3. Financing the Strategic Plan

This plan is expected to be funded by the Government budget at 10% and remaining should come from development partners.

The Government normally pays total salaries for permanent staff, some running expenses and some capital expenditure.

Table showing the source of Funds

Activity Funder % of total budget

Pay salaries for permanent staff Government of Rwanda 100%

Pay of office consumables, Government of Rwanda

Project

30%

70%

Sponsor staff for short and long term training Government of Rwanda

Projects

30%

70%

Technical activities Government of Rwanda

Projects

30%

70%

54

6. MONITORING AND EVALUATION The Monitoring and Evaluation this strategic plan will guide Meteo Rwanda management to

Plan and manage all Monitoring and Evaluation activities throughout planning period.

It keeps track of what you should monitor, when you should monitor, who should monitor,

and why you should monitor. Meteo Rwanda is using a monitoring and evaluation system to

measure the progress being made towards the achievement of expected results defined in the

Meteo Rwanda Strategic Plan. It is expected that results-based management (RBM) will

assist Meteo Rwanda to take timely, remedial action when and where it is needed, in order to

achieve the expected results of its Strategic Plan (SP) and its associated Single Action Plan

(SAP). The Timing of the M&E process

Since the plan consist of a variety of activities with different gestation periods, different

monitoring schedules are required. What is critical in all cases is the need to define the

specific period for the M&E exercise and to stick to it consistently. This will be done on

a continuous basis through management meetings and reports will be produced on a quarterly

basis with a comprehensive review every quarter.

The M&E actors

Actors responsible for monitoring and evaluation of activities are heads of units who are in

charge of implementing those activities. However, it is important to stress that the

participatory approach that involves many stakeholders in the M&E process should be

adopted. This will ensure that the various dimensions of outputs will be fully and objectively

assessed. The planning officer will continuously assist in coordinating all activities necessary

to monitor and evaluate all outputs and activities and with a view to advising the

management, implementing teams and stakeholders on the implementation status as well as

offer feasible strategic alternatives.

55

6.1. Monitoring

The Monitoring and Evaluation this strategic plan will guide Meteo Rwanda management to

Plan and manage all Monitoring and Evaluation activities throughout planning period.

It keeps track of what you should monitor, when you should monitor, who should monitor,

and why you should monitor. Meteo Rwanda is using a monitoring and evaluation system to

measure the progress being made towards the achievement of expected results defined in the

Meteo Rwanda Strategic Plan. It is expected that results-based management (RBM) will

assist Meteo Rwanda to take timely, remedial action when and where it is needed, in order to

achieve the expected results of its Strategic Plan (SP) and its associated Single Action Plan

(SAP). The Timing of the M&E process

Since the plan consist of a variety of activities with different gestation periods, different

monitoring schedules are required. What is critical in all cases is the need to define the

specific period for the M&E exercise and to stick to it consistently. This will be done on

a continuous basis through management meetings and reports will be produced on a quarterly

basis with a comprehensive review every quarter.

The M&E actors

Actors responsible for monitoring and evaluation of activities are heads of units who are in

charge of implementing those activities. However, it is important to stress that the

participatory approach that involves many stakeholders in the M&E process should be

adopted. This will ensure that the various dimensions of outputs will be fully and objectively

assessed. The planning officer will continuously assist in coordinating all activities necessary

to monitor and evaluate all outputs and activities and with a view to advising the

management, implementing teams and stakeholders on the implementation status as well as

offer feasible strategic alternatives.

The monitoring action of Meteo Rwanda is monitor the key outcomes that are the likely to be

achieved, short-term and medium-term effects of accomplished deliverables/outputs related

to programme areas that define the parameters for the unique contribution by Meteo Rwanda

in the progress to achieve expected results. There are several outcomes for each expected

56

result. For each outcome, there are a set of KPIs to measure the achievement of the outcome.

These are listed in the Meteo Rwanda action Plan.

The following are the key Outcomes to be achieved by the institution:

Outcome 1: Environmental management improved and vulnerability to climate change

reduced

Outcome 2: Improved productivity through use of weather and climate information

Outcome 3: Increased local and worldwide confidence to Meteo Rwanda’s products and

services through ISO 9001 certification

The following Key performance indicators

KPIs for outcome 1 are:

- Number of customers served annually through dissemination channel

- Proportion of weather and climates products and services timely disseminated for

general use

- Rate of accuracy of disseminated weather and climate products and services


- Total number of users in sectors requesting for data that factoring weateher and

climate information in their planning and decision making


- ISO 9001:2015 Quality Management System (QMS) certification status

- Number of actions done for awareness promotion

- Level of integration of Meteo Rwanda.

The following table 5 gives the measurement framework.

57

Table 5: NMHS Performance Measurement Framework

Expected Results Indicators Baseline Targets Data Source

Data Collection Methods

Frequency Responsibility

Impact: Increased resilience of

households, communities, businesses, sectors and society to climate variability and climate change

Proportion of poor people supported by Government to cope with the effects of climate change

10% 50% by 2023

Survey of Living conditions

Document Review

Every 2 years NMHS

Outcome 1: Improved delivery of effective weather, climate and hydrological services and processes

Level of citizen’s satisfaction with weather, climate and hydrological services and processes

30% At least 60%

Survey findings

Survey Every 2 years NMHS

Outcome 2: Strengthened partnerships among global, regional and national actors to improve NMHSs’ performance

Proportion of new collaborations with businesses at global, regional and national levels contributing to the implementation of NMHS’s programmes

10% 50% MOU Document Review

Annually NMHS, Private Sector entities

Output 1.1: Multi-hazards early warning systems implemented

Number of EWS

3 6 Annual Report

Document Review

Every 2 years NMHS

Output 1.2: Accurate forecasts and warnings delivered from the Regional Centre

Number of forecasts or warnings issued

6 issued daily

15 issued daily

Weather and climate reports

Document Review

Annually NMHS

6.2. Evaluation

Evaluation of the strategic plan involves three major questions: how evaluation will be done, when it will be carried out and the responsible person or unit.

6.2.1: How evaluation of Meteo Rwanda’s Strategic plan will done

58

One key aspect of Strategic planning is the evaluation of your implementation of the strategic plan and your program activities. Your program develops evaluation questions and collects data to inform the annual work plan for the coming year. Evaluation data are used to monitor how the five-year strategic plan is progressing. The products of the Evaluation step are evaluation findings, summaries of how the strategic plan is progressing, and description of changes to program activities based on evaluation findings. Evaluation of the strategic plan requires ensuring that you have established a good set of questions:

What happened?

Were the activities successful?

What could be done better?

What lessons were learned?

6.2.2: Frequency of evaluation of Meteo Rwanda’s Strategic plan

Meteo Rwanda will be carrying out evaluation activities twice every year

6.2.3: Responsible department/unit

Meteo Rwanda has different departments that will carry out different activities. The evaluation

6.3. Reporting

Reporting is one of the cornerstones of the M&E process. It comprises of method of

reporting, channels of communication and the feedback system. The appropriate specific

methods of reporting selected by the board of directors, director general and heads of units

for the M&E exercise are verbal and written methods.

Rwanda Meteorology Agency shall produce the following reports:

a) A monthly report which will cover all the activities undertaken during the month and will

be aligned with units’ work plans to ensure that institutional annual action plan is translated

into daily tasks and thus reduce ad hoc activities.

b) A quarterly progress report which will indicate both the level of achievements of

scheduled activities during the quarter, the explanations on shortcomings and the corrective

measures taken to address them as well as plans for the next quarters. The implementing

59

units should prepare quarterly progress reports and the Planning officer should assist in

completing and coordinating the reports prior to their presentation. Reports should describe

actions taken by units toward achieving specific outcomes and outputs of the plan and may

include costs, benefits, performance measures and progress to date.

c) A semester report that summarizes performance achievements in all areas will be

submitted to the board of directors. It will also provide the basis for reporting to the parent

Ministry of Natural resources (MINIRENA).

d) An annual report, which will combine all reports, produced during the year. The annual

monitoring reports from each unit will be merged into this annual report to be used to assess

progress towards the attainment of the organizational outcomes and targets.

The channels through which the M&E information should reach the authorities are

consultative meetings and mailing systems.

Following the review of the M&E report, the reactions of the authorities and other

stakeholders should be conveyed back to the implementing actors through a feedback system.

Where necessary, the feedback will be used to fine-tune the implementation process. Where

this feedback system is lacking, the M&E process is of little or no value. The processes

outlined above should be followed at all levels of the implementation process.

This will ensure effective implementation of this strategic plan. The board of directors should

take active role in the monitoring and evaluation of the plan implementation process.

Progress assessment meetings

In order to ensure quality and timeliness of expected outputs, the following meetings are

proposed to be held:

60

• Management monthly meeting: where the management committee assesses the

progress of implementation of the annual action plan during the ending month

and plan for the coming month.

• Quarterly meeting: Progress monitoring meetings will be held quarterly to

discuss and review achievements, where the staff members present their

achievements and with the help of the management, they assess collectively

the level of everyone’s target achievement. All senior officers will attend this

meeting.

A

7. ANNEXES

B

ANNEX 1: OFFICIAL GAZETTE Official Gazette nº 04 of 23/01/201218

LAW N°54bis/2011 OF 14/12/2011 ESTABLISHING RWANDA METEOROLOGY AGENCY (METEO RWANDA) AND DETERMINING ITS MISSION, ORGANIS ATION AND FUNCTIONING

TABLE OF CONTENTS

CHAPTER ONE: GENERAL PROVISIONS

Article One: Purpose of this Law

Article 2: Definitions of terms

Article 3: Head office of METEO RWANDA



CHAPTER III: SUPERVISING AUTHORITY OF METEO RWANDA AND ITS CATEGORY

Article 5: Supervising authority of METEO RWANDA an d its category

CHAPTER IV: ORGANISATION AND FUNCTIONING OF METEO R WANDA

Article 6: Management organs of METEO RWANDA

Section One: Board of Directors

Article 7: Board of Directors of METEO RWANDA

Article 8: Sitting allowance for members of the Board of Directors

Article 9: Incompatibilities with membership on the Board of Directors

Section 2: General Directorate

Article 10: Members of the General Directorate of METEO RWANDA

Article 11: Statutes governing staff of METEO RWANDA and benefits allocated to members of the General Directorate and the staff of METEO RWANDA

Article 12: Functioning, organization and responsibilities of organs of METEO RWANDA

CHAPTER V: PROPERTY AND FINANCE

Article 13: Property of METEO RWANDA and its source

Article 14: Use, management and audit of the property

Article 15: Approval and management of the budget of METEO RWANDA

Article 16: Annual financial report

CHAPTER VI: TRANSITIONAL AND FINAL PROVISIONS

Article 17: Transitional period

Article 18: Drafting, consideration and adoption of this Law

Article 19: Repealing provision

Article 20: Commencement

C

LAW N°54bis/2011 OF 14/12/2011 ESTABLISHING RWANDA METEOROLOGY AGENCY (METEO RWANDA) AND DETERMINING ITS MISSION, ORGANIS ATION AND FUNCTIONING

We, KAGAME Paul,

President of the Republic;

THE PARLIAMENT HAS ADOPTED AND WE SANCTION, PROMULG ATE THE FOLLOWING LAW AND ORDER IT BE PUBLISHED IN THE OFFI CIAL GAZETTE OF THE REPUBLIC OF RWANDA

THE PARLIAMENT:

The Chamber of Deputies, in its session of 05 October 2011;

The Senate, in its session of 7 September 2011;

Pursuant to the Constitution of the Republic of Rwanda of 04 June 2003 as amended to date, especially in Articles 62, 66, 67, 88, 89, 90, 92, 93, 94, 95, 108, 113, 118, 183 and 201; to Organic Law n° 06/2009/OL of 21/12/2009 establishing general provisions governing public institutions;

ADOPTS:

CHAPTER ONE: GENERAL PROVISIONS

Article One: Purpose of this Law

This Law establishes Rwanda Meteorology Agency referred to by the abbreviation “METEO RWANDA”. This Law also determines its mission, organization and functioning.

METEO RWANDA shall have legal personality, administrative and financial autonomy and shall be managed in accordance with general provisions governing public institutions.

Article 2: Definitions of terms

In this Law, the following terms shall be defined as follows:

1° meteorological stations: facility observing atmospheric conditions to provide information for weather forecast and to study the weather and climate in accordance with World Meteorological Organisation;

2° weather: state of the atmosphere as defined by the various meteorological elements;

3° meteorological element: atmospheric variable or phenomenon which characterize the state of the weather at a specific place at a particular time;

4° weather forecasting: statement of expected meteorological conditions for a specific period and for a specific area or portion of air space;

5° climate change: significant change in the mean values of a meteorological element in ten years or more.

D

Article 3: Head office of METEO RWANDA

The head office of METEO RWANDA shall be located in Kigali City, the Capital of the Republic of Rwanda. It may be transferred elsewhere on the Rwandan territory, if deemed necessary.

METEO RWANDA may, in order to fulfil its mission, have branches elsewhere in the country if deemed necessary upon approval by the Order of the Prime Minister.



The mission of METEO RWANDA shall consist of implementing the Government policy in relation to meteorology using modern methods of study, research, coordination and promotion of programmes in the field of meteorology.

METEO RWANDA shall be particularly responsible for the following:

1° to establish meteorological stations across the country to identify each climatic zone, monitor such characteristics of and use them towards national development;

2° to collect, gather and access data of meteorological elements from around the country, and exchange related informations to ensure the security of people and the property in accordance with international agreements to which Rwanda is signatory;

3° to approve weather and climate change data;

4° to establish a special communication network to be used in collecting and disseminating meteorological elements in accordance with the rules of the World Meteorological Organisation;

5° to publish and disseminate meteorological data for short and long term weather forecasts towards national development activities;

6° to provide advance information on unusual weather conditions that may cause disasters, provide advice and educational information through the medias and provide meteorological information to any interested person;

7° to monitor, analyze and advise on global climate change;

8° to encourage and assist initiatives to install meteorological stations;

9° to collect and analyse meteorological data to preserve the meteorological nature;

10° to ensure the implementation of international agreements that are ratified by Rwanda and relating to meteorology;

11° to make meteorological study and research and implement the outcome of the research;

12° to make a partnership with other regional or international agencies that have the same mission in relation to the meteorology in accordance with International Agreements on Meteorology;

13° to advise the Government on Meteorological policy;

14° to monitor and develop science, training and advocacy on Meteorology.

CHAPTER III: SUPERVISING AUTHORITY OF METEO RWANDA AND ITS CATEGORY

E

Article 5: Supervising authority of METEO RWANDA an d its category

A Prime Minister’s Order shall determine the supervising authority of METEO RWANDA and its category.

There shall be concluded between the supervising authority of METEO RWANDA and its decision-making organ a performance contract indicating competence, rights and obligations of each party in order for METEO RWANDA to fulfill its missions.

Such a contract shall be valid for a period equal to the term of office of members of the decision-making organ of METEO RWANDA.

CHAPTER IV: ORGANISATION AND FUNCTIONING OF METEO R WANDA

Article 6: Management organs of METEO RWANDA

METEO RWANDA shall be comprised of the following two (2) management organs:

1° the Board of Directors;

2° the General Directorate.

A Prime Minister‟s Order may determine other relevant organs in order for METEO RWANDA to fulfil its missions.

Section One: Board of Directors

Article 7: Board of Directors of METEO RWANDA

The Board of Directors of METEO RWANDA shall be the governing and decision-making organ. The competence, responsibilities and functioning of the Board of Directors as well as the duties and the term office of its members shall be determined by a Prime Minister’s Order.

A Presidential Order shall appoint members of the Board of Directors including the Chairperson and the Deputy Chairperson. Members of the Board of Directors shall be selected on the basis of their competence and expertise.

At least thirty percent (30%) of the members of the Board of Directors shall be females.

Article 8: Sitting allowance for members of the Board of Directors

Members of the Board of Directors present in its meetings shall be entitled to sitting allowances determined by a Presidential Order.

Article 9: Incompatibilities with membership on the Board of Directors

The members of the Board of Directors shall not be allowed to perform any remunerated activity within METEO RWANDA.

They are also not allowed whether individually or companies in which they hold shares, to bid for tenders of METEO RWANDA.

Section 2: General Directorate

F

Article 10: Members of the General Directorate of METEO RWANDA

Members of the General Directorate of METEO RWANDA shall be appointed by a Presidential Order.

The competence, responsibilities and modalities of functioning of members of the General Directorate shall be determined by a Prime Minister’s Order.

Article 11: Statutes governing staff of METEO RWANDA and benefits allocated to members of the General Directorate and the staff of METEO RWANDA

The staff of METEO RWANDA shall be governed by the General Statute for Rwanda Public Service.

Benefits to members of the Directorate General and staff of METEO RWANDA shall be determined in accordance with legal provisions governing benefits to employees of public institutions.

Article 12: Functioning, organization and responsibilities of organs of METEO RWANDA

The functioning, organization and responsibilities of organs of METEO RWANDA shall be determined by a Prime Minister’s Order.

CHAPTER V: PROPERTY AND FINANCE

Article 13: Property of METEO RWANDA and its source

The property of METEO RWANDA shall be comprised of movables and immovable.

The property of METEO RWANDA shall come from the following sources:

1° the government budget allocation;

2° government or donor grants;

3° proceeds of its services;

4° incomes from its property;

5° loans extended to METEO RWANDA approved by the Minister in charge of Finance;

6° donation and bequest.

Article 14: Use, management and audit of the property

The use, management and audit of the property of METEO RWANDA shall be carried out in accordance with relevant legal provisions.

The internal audit department of METEO RWANDA shall submit a report to the Board of Directors and with a copy to the Head of the General Directorate of METEO RWANDA.

Audit shall also be performed by the Office of Auditor General of State Finances every year and any other time when necessary.

Article 15: Approval and management of the budget of METEO RWANDA

G

The budget of METEO RWANDA shall be approved and managed in accordance with relevant legal provisions.

Article 16: Annual financial report

Within three (3) months following the end of the financial year, the Head of the General Directorate of METEO RWANDA shall submit to the supervising authority of METEO RWANDA an annual financial report after its approval by the Board of Directors, in accordance with legal provisions governing the management of State finance and property.

CHAPTER VI: TRANSITIONAL AND FINAL PROVISIONS

Article 17: Transitional period

METEO RWANDA shall have one (1) year, from the date of the publication of this Law in the Official Gazette of the Republic of Rwanda to merge all activities that was performed by other institutions.

Article 18: Drafting, consideration and adoption of this Law

This Law was drafted in English, examined and adopted in Kinyarwanda.

Article 19: Repealing provision

All prior legal provisions contrary to this Law are hereby repealed.

Article 20: Commencement

This Law shall come into force on the date of its publication in the Official Gazette of the Republic of Rwanda.

Kigali, on 14/12/2011

(sé)

KAGAME Paul

President of the Republic

(sé)

HABUMUREMYI Pierre Damien

Prime Minister

Seen and sealed with the Seal of the Republic:

(sé)

KARUGARAMA Tharcisse

Minister of Justice/Attorney General

I

ANNEX 2: MEMBERS OF THE STRATEGIC

PLANNING TEAM

1) Mr. John NTAGANDA SEMAFARA; Director General of Meteo Rwanda

2) Mr. Livingstone BYANDAGA; FONERWA Project Manager/Meteo Rwanda

3) Mr.Didace MUSONI; Division Manager of Data Observation, Quality Control

and Processing Division/Meteo Rwanda

4) Mr. Anthony TWAHIRWA; Division Manager of Weather/Climate Services and Applications Division/Meteo Rwanda

5) Mr. Francois NSENGIYUMVA; Acting Division Manager of Technology and

Information Support Services Division/Meteo Rwanda

6) Ms.Rebecca Venton; FONERWA Project Technical Coordinator/Meteo Rwanda

7) Mr. Jean MUNYARUGERO; Panning, Monitoring and Evaluation

Officer/Meteo Rwanda

8) Mr. David ASIIMWE, Human Resource and Capacity Development

Specialist/Meteo Rwanda

9) Mr. Steve Palmer; Consultant/Wiser

J

ANNEX 3: L IST OF PERSONS/ORGANIZATIONS

CONSULTED

1) Ms. Rebecca Venton; Senior International Development Manager, Met

Office, United Kingdom

2) Mr. Steve Palmer; Wiser Consultant/Met Office, United Kingdom

K

ANNEX 4: ACTION PLAN Table 7: Action Plan

Result Area 1 (Outcome 1): Improved safety of life and property through better application of weather and climate warnings and forecasts

Key Indicators: Effective disaster planning and response systems are implemented.

Outputs Activities Time frame Person responsible

Output 1.1: Sector based Multi Hazard Early Warning System (MHEWS) provided with timely and quality weather and climate information

Activity 1.1.1: Improve information supply to a comprehensive Multi Hazard Early Warning System (MHEWS)

July 2016 – June 2019 Weather/Climate Services and Application Division Manager

Output 1.2: Warnings of high-impact weather events provided to the public

Activity 1.2.1: Put in place a proper system to produce and channel all weather warnings


Output 1.3: Weather and climate risk analyses provided to inform disaster risk management and reduction

Activity 1.3.1: Disaster planners develop their plans taking account of improving skills of available forecasts on all timescales.

July 2016 – June 2019 Weather/Climate Services and Application Manager

Result Area 2 (Outcome 2): Improved socio-economic sustainable development through better use of weather and climate products and services

Key Indicators: Availability of appropriate technology to disseminate information.

Decision-makers and stakeholders are well-sensitised and involved in the cost-benefit balance of information usage.


Output 2.1: Innovative products and services developed to meet the needs of EDPRS priority sectors

Activity 2.1.1: Monitor usage of weather and climate information in plans, design and operation of infrastructure facilities, including climate change impacts

July 2016 – June 2019 Weather/Climate Services and Application DivisManager

Output 2.2: Improved reach of products and involvement with users and stakeholders, including to community level and through social media



Result Area 3 (Outcome 3): Improved availability and accessibility of quality weather and climate data and information servicesKey Indicators:


Output 3.1: Improved availability, accessibility and exchange of weather and climate data and information locally, nationally, regionally and globally

Activity 3.1.1: Improve observations and data exchange for national and global timely use


Output 3.2: Improved use of weather and climate data and information for planning, design and operational decision

Activity 3.2.1: Promote greater awareness of the benefits of Meteorological services, information and products

July 2016 – June 2019 Weather/Climate Services and Application Division

L

ANNEX 5: PERFORMANCE MEASUREMENT

FRAMEWORK (See WMO Integrated Strategic Planning Guide, Section 3.6.1: Monitoring using the Performance Measurement Framework, p.61)

Expected Results Performance Indicators

Baseline Targets Data Sources

Methods Frequency Responsi- bility

Outcome1: Improved safety of life and property through better application of weather and climate warnings and forecasts

Avoided of life, monetary losses, assistance/search & rescue costs

TBA TBS Annual Reports

Document Review

Annually

Meteo Rwanda, MIDIMAR

Output 1.1: Sector based Multi Hazard Early Warning System (MHEWS) provided with timely and quality weather and climate information

Number sectors that accessing weather warnings in Lead time

3 Sectors All Sectors Reports Document review

Annually Meteo Rwanda

Output 1.2: Warnings of high-impact weather events provided to the public

% of occurred high impact weather events that have been warned

60% 80% Reports Document review


making Manager

Output 3.3: Actively managed National Climate Database, which meets current and future need for weather and climate information.

Activity 1.3.1: Control and manage the climate data directly, and the public access to these data should be through a suitable portal based on National Climate Database.

July 2016 - June 2019 Data Observation, Quality Control and Processing Division Manager

M

Output 1.3: Weather and climate risk analyses provided to inform disaster risk management

Number of comprehensive weather and climate risk analysis reports

0 2 Reports Document review


Outcome 2:

Improved socio-economic sustainable development through better use of weather and climate products and services

Value added TBD TBD Reports Document review

Annually

Meteo Rwanda,

NISR

Output 2.1:


New sector based products

0 4 new products

Reports Document review


Output 2.2:


Number of weather and climate users

250,000 total users

1,000,000 Total users

Reports Document review


Outcome 3:

Improved availability and accessibility of quality weather and climate data and information services for research, planning and decision

Annual increase in quantity of annual archived data

TBD 2 % increase

Databank Check availability of data

Quarterly Meteo Rwanda

N

making

Output 3.1:


Number of data requests served per year

500 requests served per year

1000 requests per year

Request register

Register review


Output 3.2:


Number of government plans that use weather and climate products in planning and decision making

3 plans (MIDIMAR, MOH, MINAGRI)

10 Plans

Public institutions’ plans and reports

Review of Public institutions’ plans, reports


Output 3.3:

Actively managed National Climate Database which meets current and future need for weather and climate information

% of digitised data TBD 80% Databank Check availability of data


O

ANNEX 6: REFERENCES

1. WMO integrated strategic planning guide version 6 for Africa (http://www.metoffice.gov.uk)

2. NOAA’S National Weather Service. (2011, June). Strategic Plan: Building a Weather-Read (http://www.nws.noaa.gov/com/weatherreadynation/files/strategic_plan.pdf)

3. World Meteorological Organization. (2015). WMO Strategic Plan 2016–2019 (WMO-No. 1161). (http://library.wmo.int/pmb_ged/wmo_1161_en.pdf)

4. NOAA Coastal Services Centre. Preparing to Write Your Strategic Plan Social Science Tools for Coastal Programs. (https://coast.noaa.gov/digitalcoast/_/pdf/strategic-planningworkbook.pdf)

5. Mollenhauer, Linda Building Strong Foundations: Strategic Planning Toolkit. Canadian Mental Health Association Ontario. (http://ontario.cmha.ca/files/2013/01/Basic_Strategic_Planning_Toolkit.pdf)

6. McNamara, Carter MBA, PhD. (n.d.). All about Strategic Planning. Accessed March 18, 2016 ( http://managementhelp.org/strategicplanning/#anchor4293674666)

7. Martin, Roger L. (2014, January–February). The Big Lie of Strategic Planning. Harvard Business Review. Accessed March 20, 2016 ( https://hbr.org/2014/01/the-big-lie-of-strategic-planning)

8. DiNapoli, Thomas P. (2003, May). Local Government Management Guide: Strategic Planning. Accessed March 20, 2016 (https://www.osc.state.ny.us/localgov/pubs/lgmg/strategic_planning.pdf)

9. Balanced Scorecard Institute. Strategic Planning Basics. Accessed March 21, 2016 (http://balancedscorecard.org/Resources/Strategic-Planning-Basics)

10. Barrows, Ed. (2009, March 13). Four Fatal Flaws of Strategic Planning. Harvard Business Review. Accessed March 20, 2016 ( https://hbr.org/2009/03/four-fatal-flaws-of-strategic)

11. Meteo Rwanda Laws and Regulations (http://meteorwanda.gov.rw/index.php?id=19)

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